CHAPTER 5

STRATEGI C PLANNI NG
AND SWOT ANALYSI S
I skate where the puck i s goi ng to be, not where i t
has been.
Wayne Gretzky
KEY TERMS AND CONCEPTS
Force eld analysis
Opportunities
Strengths
SWOT analysis
Threats
Weaknesses
9 1
Excerpted from Essentials of Strategic Planning in Healthcare by Jefrey P. Harrison
(Health Administration Press, 2010).
9 2 E s s e n t i a l s o f S t r a t e g i c P l a n n i n g i n H e a l t h c a r e
INTRODUCTI ON
Healthcare organizations must continually make adjustments to maintain optimal func-
tion (Christiansen 2002). A number of diferent techniques can be used to determine
where adjustments need to be made. One essential technique involves a discussion of an
organizations strengths, weaknesses, opportunities, and threats, commonly called SWOT
analysis. SWOT analysis has been used extensively in other industries but has not been
widely used in healthcare (Kahveci and Meads 2008).
SWOT analysis is a precursor to strategic planning and is performed by a panel of
experts who can assess the organization from a critical perspective (Gibis et al. 2001). Tis
panel could comprise senior leaders, board members, employees, medical staf, patients,
community leaders, and technical experts. Panel members base their assessments on utili-
zation rates, outcome measures, patient satisfaction statistics, organizational performance
measures, and fnancial status. While based on data and facts, the conclusions drawn from
SWOT analysis are an expert opinion of the panel.
DEFI NI TI ON
SWOT analysis is an examination of an organizations internal strengths and weaknesses,
its opportunities for growth and improvement, and the threats the external environment
presents to its survival. Originally designed for use in other industries, it is gaining in-
creased use in healthcare.
STEPS I N SWOT ANALYSI S
Te primary aim of strategic planning is to bring an organization into balance with the
external environment and to maintain that balance over time (Sackett, Jones, and Erdley
2005). Organizations accomplish this balance by evaluating new programs and services
with the intent of maximizing organizational performance. SWOT analysis is a prelimi-
nary decision-making tool that sets the stage for this work.
Step 1 of SWOT analysis involves the collection and evaluation of key data. De-
pending on the organization, these data might include population demographics, com-
munity health status, sources of healthcare funding, and/or the current status of medical
technology. Once the data have been collected and analyzed, the organizations capabilities
in these areas are assessed.
In Step 2 of SWOT analysis, data on the organization are collected and sorted into
four categories: strengths, weaknesses, opportunities, and threats. Strengths and weak-
nesses generally stem from factors within the organization, whereas opportunities and
threats usually arise from external factors. Organizational surveys are an efective means of
gathering some of this information, such as data on an organizations fnances, operations,
and processes (Carpenter 2006).
SWOT analysis
an examination of an
organizations internal
strengths and weak-
nesses, its opportuni-
ties for growth and
improvement, and the
threats the external
environment presents
to its survival
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C h a p t e r 5 : S t r a t e g i c P l a n n i n g a n d S W O T A n a l y s i s 9 3
Step 3 involves the development of a SWOT matrix for each business alternative
under consideration. For example, say a hospital is evaluating the development of an am-
bulatory surgery center (ASC). Tey are looking at two options; the frst is a wholly owned
ASC, and the second is a joint venture with local physicians. Te hospitals expert panel
would complete a separate SWOT matrix for each alternative.
Step 4 involves incorporating the SWOT analysis into the decision-making process
to determine which business alternative best meets the organizations overall strategic plan.
A practical example of Step 2 of SWOT analysis is illustrated in Exhibit 5.1.
STRENGTHS
Traditional SWOT analysis views strengths as current factors that have prompted outstand-
ing organizational performance. Some examples include the use of state-of-the-art medical
equipment, investments in healthcare informatics, and a focus on community healthcare im-
provement projects. Other strengths might include highly competent personnel, a clear under-
standing among employees of the organizations goals, and a focus on quality improvement.
WEAKNESSES
Weaknesses are organizational factors that will increase healthcare costs or reduce health-
care quality. Examples include aging healthcare facilities and a lack of continuity in clinical
processes, which can lead to duplication of eforts. Weaknesses can be broken down further
Strengths
Outstanding Medical Staff
Strong Commitment to Community Mission
Excellent Hospital Facilities
Outstanding Healthcare Quality
High Level of Organizational Efficiency
Weaknesses
Lack of Adequate Resources
Lack of Primary Care Network
Shortages of Critical Staff
Opportunities
Growing Metropolitan Community
Increased Managed Care Business
Growing Community Healthcare Programs
Threats
Reduced Government Reimbursement
Competition for Specialty Physicians
Increased Competition from Healthcare
Provider Networks
Helpful to Objective Harmful to Objective
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EXHIBIT 5.1
SWOT Matrix
Strengths
current factors that
have prompted out-
standing organizational
performance
Weaknesses
organizational factors
that increase health-
care costs or reduce
healthcare quality
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9 4 E s s e n t i a l s o f S t r a t e g i c P l a n n i n g i n H e a l t h c a r e
to identify underlying causes. For example, disruption in the continuity of care often results
from poor communication. Weaknesses also breed other weaknesses. Poor communication
disrupts the continuity of care, and then this fragmentation leads to inefciencies in the
entire system. Inefciencies, in turn, deplete fnancial and other resources.
Other common weaknesses include poor use of healthcare informatics, insufcient
management training, a lack of fnancial resources, and an organizational structure that
limits collaboration with other healthcare organizations. A payer mix that includes large
numbers of uninsured patients or Medicaid patients can also negatively afect an organiza-
tions fnancial performance, and a lack of relevant and timely patient data can increase
costs and lower the quality of patient care.
OPPORTUNI TI ES
Traditional SWOT analysis views opportunities as signifcant new business initiatives avail-
able to a healthcare organization. Examples include collaboration among healthcare orga-
nizations through the development of healthcare delivery networks, increased funding for
healthcare informatics, community partnering to develop new healthcare programs, and the
introduction of clinical protocols to improve quality and efciency. Integrated healthcare
delivery networks have an opportunity to infuence healthcare policy at the local, state, and
national levels. Tey also have an opportunity to improve patient satisfaction by increasing
public involvement and ensuring patient representation on boards and committees. Or-
ganizations that are successful at using data to improve clinical processes have lower costs
and higher-quality patient care. For example, healthcare organizations with CMS Hospital
Compare quality scores above the 90th national percentile are eligible for CMS pay-for-
performance incentives. (See Chapter 6 for information on CMS Hospital Compare). Te
greater the number of organizations achieving such scores, the greater patients access to
quality healthcare. Such scores also enhance an organizations reputation in the community.
THREATS
Treats are factors that could negatively afect organizational performance. Examples include
political or economic instability; increasing demand by patients and physicians for expensive
medical technology that is not cost-efective; increasing state and federal budget defcits; a
growing uninsured population; and increasing pressure to reduce healthcare costs.
FORCE FI ELD ANALYSI S
Healthcare organizations responsibility to implement change that is benefcial to the pa-
tient, staf, and organization is increasing. Te primary areas driving change in healthcare
include quality improvement, customer satisfaction, improvement of working conditions,
and diversifcation of the healthcare workforce.
Opportunities
signicant new business
initiatives available to a
healthcare organization
Threats
factors that could neg-
atively affect organiza-
tional performance
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Force feld analysis (see Exhibit 5.2) takes SWOT analysis a step further by iden-
tifying the forces driving or hindering changein other words, the forces driving its
strengths, weaknesses, opportunities, and threats. Forces that propel an organization to-
ward goal achievement are called helping forces, while those that block progress toward a
goal are called hindering forces. After identifying these positive and negative forces, organi-
zations can develop strategies to strengthen the positives and minimize the negatives. For
an organization to achieve success, the driving forces must outweigh the resisting forces
(Baulcomb 2003). When this state is reached, organizations are able to move from their
current reality to a preferred future.
Efective force feld analysis considers not only organizational values but also the
needs, goals, ideals, and concerns of individual stakeholders. A case can be made that
individuals who promote change are driving forces, whereas those who resist change are
restraining forces. As a result, it is important to understand individuals, their attitudes, and
the culture of the organization. It is also important to identify the key stakeholders in an
issue and to develop a plan to gain their support. Kurt Lewin, the renowned psychologist
often recognized as the founder of social psychology, stressed the importance of counter-
acting organizational inertia to maintain the status quo (the resisting forces) and creating
C h a p t e r 5 : S t r a t e g i c P l a n n i n g a n d S W O T A n a l y s i s 9 5
Limited Financial Resources
Poor Payer Mix with
Low Reimbursement
Marginal Patient Safety
E
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l
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r
i
u
m
Low Healthcare Quality
Lack of Motivated and
Skilled Personnel
Culture Opposed to Change
Patient Perception of Quality
Driving Forces Restraining Forces
Culture of Innovation
Adequate Financial Resources
Profitability
Highly Skilled Personnel
Transformational Leadership
High Low
Change
5 4 3 2 1
EXHIBIT 5.2
Healthcare Model
for Force Field
Analysis
Force eld analysis
an examination of the
forces driving or hin-
dering organizational
change
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9 6 E s s e n t i a l s o f S t r a t e g i c P l a n n i n g i n H e a l t h c a r e
an environment that proactively supports future change (the driving forces) (Lewin 1951).
Such change is accomplished by modifying current attitudes (unfreezing an organiza-
tions perspective on a particular issue), emphasizing the positive aspects of change, and
then incorporating the new attitudes in the organizations processes (refreezing the new
attitudes so that they and their associated behavior patterns become entrenched in the
institution).
Many believe that a participative management style that solicits input from
within the organization is important in implementing change. It also fosters the devel-
opment of consensus within work groups, which helps to refreeze the new behaviors in
the organization.
GAP ANALYSI S
To further refne planning decisions, SWOT analysis can be supplemented by gap analysis
(see Chapter 4). Research shows there are signifcant gaps in healthcare practice and that
these gaps cause providers to make inaccurate assessments of patients conditions and
provide the wrong types of care. Te result is poor clinical outcomes. Gaps in healthcare
include lack of knowledge, lack of motivation, poor access to information, variations in
patient culture and education, lack of resources, and system barriers that limit teamwork.
In one study, Robert Fleetcroft, honorary senior lecturer in primary care for the School of
Medicine at the University of East Anglia, and his colleagues used gap analysis to measure
the quality of healthcare services at 8,407 medical practices in England. Teir research
found signifcant gaps in clinical practice, quality indicators, and patient satisfaction across
a wide range of outcome measures. Teir research was important because the United
Kingdom provides pay-for-performance payments to providers based on these critical in-
dicators. In many cases, performance gaps exceeded 25 percent, and there was evidence to
support increased mortality as a result of poor performance among some of the outcome
measures (Fleetcroft et al. 2008).
Gaps also exist between the publics expectation of high-quality care and situations
in which they receive low-quality healthcare. Characteristics of low-quality healthcare
include lack of responsiveness, marginal competence, unreliability, weak communication
skills, and breaches of confdentiality. Performance variations also result from trade-ofs
in the allocation of healthcare resources (Wicks and Chin 2008). For example, some
healthcare organizations may lack the fnancial resources to purchase new equipment or
hire additional staf when experiencing increased demand because they have allocated
their resources for another purpose; as a result, patients experience excessive waiting times.
Te complex nature of the healthcare industry necessitates a unifed, systems ap-
proach to performance enhancement. For example, many patients receive only episodic
care during periods of acute illness because they do not have a primary care physician. A
system that requires patients to have a primary care provider would coordinate and give
continuity to a patients healthcare services. Other recommended changes include the
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implementation of evidence-based medicine in clinical processes (see Highlight 1.10), the
creation of multidisciplinary healthcare teams, and the implementation of a continuous
quality improvement process (Braithwaite et al. 2007).
SUMMARY
SWOT analysis is a precursor to the strategic planning process. Ideally, SWOT analy-
sis includes a comprehensive review of the healthcare literature, in-depth data analysis,
and input from a panel of SWOT analysis experts. Findings from the analysis are sorted
into four categories: strengths, weaknesses, opportunities, and threats. Force feld analysis
supplements SWOT analysis by identifying the forces driving the strengths, weaknesses,
opportunities, and threats. To refne these analyses even further, gap analysis may be per-
formed to determine where defciencies exist in an organizations delivery of care. Such
analyses promote (1) a better understanding of barriers to change, innovation, and the
transfer of knowledge to practice; (2) improved outcomes; and (3) more efcient alloca-
tion of healthcare resources.
1. How does SWOT analysis set the stage for strategic planning?
2. Discuss the use of force eld analysis in promoting change in a healthcare organization.
3. Provide examples of how gap analysis can be used to improve the quality of healthcare
services.
COASTAL MEDI CAL CENTER CASE: EXERCI SE 5
Using the four steps of SWOT analysis discussed in Chapter 5, create a panel of experts and
perform a SWOT analysis for Coastal Medical Center. Use SWOT analysis to identify key
factors necessary to get Coastal Medical Center back on track and moving forward on a new
road to success.
C h a p t e r 5 : S t r a t e g i c P l a n n i n g a n d S W O T A n a l y s i s 9 7
REVI EW QUESTI ONS
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